[email protected] Jim Pealow, MBA, CMA, CAFM First Nations Planning, Community Involvement and Mandates...

[email protected] Jim Pealow, MBA, CMA, CAFM

First Nations Planning, Community First Nations Planning, Community Involvement and MandatesInvolvement and Mandates

WorkshopWorkshop

Aboriginal Financial Officers Association of CanadaNational Conference

Calgary, February 27, 2004


Key Questions to be AddressedKey Questions to be Addressed

• What are the benefits of using an effective planning policy and process?

• What are the elements of an effective planning policy and process?

• What are the roles and responsibilities of establishing and operating an effective planning process?

• What are the better practices used to involve community members?


Planning BenefitsPlanning Benefits

• Innovative and creative activity are encouraged• The change process is made easier• It helps align individual and group effort with the

First Nation and improves communication• A greater understanding, commitment, and a

cooperative approach toward problems and opportunities are generated

• Decision makers are better informed; better decisions; and effective use of resources


Perils of Not PlanningPerils of Not Planning

• Lack of institutional memory• Lack of organizational definition• Budget-driven decisions rather than needs-driven• Crisis-driven management• Shifting priorities• Member restlessness or dissatisfaction


Planning Policy ElementsPlanning Policy Elements

• Policy Objective– To provide direction regarding establishment and

maintenance of a proactive strategic management policy and supportive process.

• Policy Statement– The council shall use a strategic management process to

establish clear direction for all stakeholders, establish outcomes/ends, identify emerging issues, track situations, and respond in a timely manner, and measure progress and report on results.

• Policy Application


Planning Process ElementsPlanning Process Elements

• Responsibilities for members, Chief and Council, and staff for – Strategy formulation (now, future, close the gap)– Strategy implementation (how, who, how much, when)– Strategy evaluation (how did we do, improve or change)

• Process steps for– Strategy formulation– Strategy implementation– Strategy evaluation

• Schedule Application• Supportive Reports and Forms


Internal Audit

Establish Vision, Mission, & Values

Establish Goals & Critical Success Factors

Generate & Select Strategies & Performance Measures

Establish Policies, Action & Budgets

Allocate Resources & Do It!

Measure and Evaluate Performance

External Audit

Strategy Formulation

Strategy Implementation

Strategy Evaluation

Feedback


Community Strategic PlanningCommunity Strategic Planning

COMMUNITY VISION

MISSION STATEMENT

COMMUNITY PRIORITIES

SITUATIONAL ANALYSIS

STRATEGIC GOALS

OPERATIONAL PLANNING/PROJECTS


Community Planning Process StepsCommunity Planning Process Steps

1. Create the Vision

2. Assess the Current Situation

3. Set Goals

4. Establish Objectives

5. Develop Action Plan

6. Implement the Plan

7. Evaluate Progress and Results


Community Planning WheelCommunity Planning Wheel

HealthyIndividuals

AndCommunity

Politicaland

Organizational

Economic

Cultural andSpiritual

Social

Goals and Priorities => Projects and Initiatives

Implementation

=>

Monitoring and Evaluation

=>

Ass

essm

ent o

f Situ

atio

n=

>=>


The MandateThe Mandate

• What should be included in a mandate?

• What communications are necessary for a mandate and what practices work?


Planning ResponsibilitiesPlanning ResponsibilitiesStrategy FormulationStrategy Formulation

• Members– Respond to surveys to determine expectations– Provide Council with information on external environment

activity or issues that may effect the community– Provide comments on draft vision, mission, values and goal

statements

• Staff– Assists Council in the strategy formulation process through

information gathering and analysis


Planning ResponsibilitiesPlanning ResponsibilitiesStrategy FormulationStrategy Formulation

• Council– Gathers information on external opportunities and threats– Determines internal strengths and weaknesses– Develops a vision, mission, and values statements and

approves statements after reviewing member input– Understands success factors and sets goals– Generates and chooses strategies to pursue and sets

indicators of measurement– Council advises members on strategies being pursued


Planning ResponsibilitiesPlanning ResponsibilitiesStrategy ImplementationStrategy Implementation

• Members– Members review information as to the progress in

implementation of strategy

• Staff– Develops annual business plans indicating who, when, what,

how much and how the strategies and actions will be measured

– Provides policy development support for the selected strategies and related tactics

– Identifies appropriate organizational structures and motivate employees and assists with motivating volunteers

– Applies resources to plans to execute the formulated strategies

– Alters administrative and operational practices and behaviour as required


Planning ResponsibilitiesPlanning ResponsibilitiesStrategy ImplementationStrategy Implementation

• Council– Review and provide input to the draft business plan that

would include the linking of actions to the strategies– Prioritizes and allocates resources to execute the

formulated strategies through approving the annual business plan indicating who, when, what, how much and how strategies and actions will be measured

– Develops and approves new policy to support the selected strategies and related actions

– Selects the appropriate organizational structure and motivates volunteers and employees

– Monitors staff and volunteer implementation of the business plan

– Inform members of progress


Planning ResponsibilitiesPlanning ResponsibilitiesStrategy EvaluationStrategy Evaluation

• Members– Respond to requests for information about program and

service effectiveness– Members review information on how strategy turned out

• Staff– Records, reviews and report progress of strategies– Measures and reports performance to key indicators– Identifies areas where corrective action is necessary– Makes recommendations regarding strategy about

abandonment, adjustment or development of new strategies


Planning ResponsibilitiesPlanning ResponsibilitiesStrategy EvaluationStrategy Evaluation

• Council– Assesses how well strategies are doing– Measures performance to key indicators– Identifies areas where corrective action is necessary– Assesses impact of change subsequent to initial strategy

formulation, decide about abandonment, adjustment or development of new strategies

– Advises members on how strategy turned out


Community DevelopmentCommunity Development

• Community development is the planned evolution of all aspects of community well-being (economic, social, environmental and cultural). It is a process whereby community members come together to take collective action and generate solutions to common problems.

• Community development and capacity building requires strategic planning and community involvement to develop a clear mandate.


Why Community Development?Why Community Development?

• Communities• Become more responsible• Organize and plan together• Develop healthy options• Empower themselves• Reduce ignorance, poverty and suffering• Create employment and economic opportunities• Achieve social, economic, cultural and

environmental goals• Manage resources (natural, human, financial and

infrastructure)


Community Development RealitiesCommunity Development Realities

• Effective community development/involvement is:– A long term endeavor– Well planned– Inclusive and equitable– Holistic and integrated into the bigger picture,– Initiated and supported by community members– Of benefit to the community – Grounded in experience that leads to best practice


Community Involvement ConditionsCommunity Involvement Conditions

• A invitation, challenge or opportunity presents itself, and the community responds

• Community members are aware of their power to act together to benefit their community

• A willingness to identify common ground rather than focus on differences

• Change is required or taking place and community development is understood to be a positive approach to work with change


Factors that Contribute to Successful Factors that Contribute to Successful Community PlanningCommunity Planning

• The following are needed to ensure the success of a community plan:– A shared vision;– Long-term commitment;– Leadership;– Resources (financial, physical and human);– Support (community and political);– A realistic appraisal of the current situation;– A desire to build on past efforts;– Ability to work as a team;– A strong commitment and the discipline to work through the

planning process– Using the plan as a tool and to make adjustments as needed


Community Planning IssuesCommunity Planning Issues

• Not understanding your own community• Getting from planning to action• Failing to evaluate results• Lack of financial resources• Role confusion and power struggles• Unresolved conflict• Not applying tools and techniques effectively


Community Planning ImplementationCommunity Planning Implementation

• Implementation challenges include:– Integrating and coordinating a variety of tasks– Being a good steward of resources– Keeping focused on the big picture– Remaining positive– Making hard decisions when resources are limited– Keeping community members motivated and

connected– Ensuring community ownership remains strong– Communicating and celebrating results


Community Involvement PracticesCommunity Involvement Practices

• Describe ways you can get the community involved.

• What are some of the lessons learned?


Community Planning MomentumCommunity Planning Momentum

• Key areas to keep momentum for a community planning effort are:– Leadership– Partnerships– Building on community capacity– Funding– Reviewing and adapting the plan– Communication– Using technical support and expertise


Community AccountabilityCommunity Accountability

• Four types of accountability– Political and Managerial– Program or Administrative– Fiscal– Individual Stakeholder or Member

• Elements of accountability– Transparency– Disclosure– Redress


Accountability RelationshipsAccountability Relationships

Chief & Council

Members Employees/Volunteers

GovernmentAnd Partners


Accountability ProgramAccountability Program

• Planning and Performance Reporting• Policies and Procedures• Roles and Responsibilities


SourcesSources

• The Community Development Handbook – A Tool to Build Community Capacity is available from HRDC on the Internet at www.hrdc-drhc.gc.ca/community or call 819-953-7370 for a copy (A Facilitators Guide is also available)

• First Nations Model Community Plan Project on the Internet at www.fncp.org/00Home.html or contact Wagmatcook First Nation or Cities $ Environment Unit, Dalhouise University to purchase a copy

• First Nations Fiscal Planning Calendar Handbook on the Internet at http://www.fnfp.ca/intro_bo.htm or call AFOA

• AFOA course AFM 4 - Strategy and Decisions• Performance Measurement Frameworks for Self-Evaluating

Community Programs – A Summary Report on Four First Nations Experiences is available on the Internet at http://www.ainc-inac.gc.ca/pr/pub/ae/ev/97-13_e.pdf or contact DIAND

[email protected] Jim Pealow, MBA, CMA, CAFM First Nations Planning, Community Involvement and Mandates...

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